On workforce architecture, employment relationships and lifecycles: Expanding the purview of workforce planning & management

Public Personnel Management

Volumn 36, Issue 4, 2007, Pages 371-385

  Lavelle, John ^a  

^a NONE   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 39349095972     PISSN: 00910260     EISSN: None     Source Type: Journal    
DOI: 10.1177/009102600703600406     Document Type: Article

References (20)

1. Peter Capelli cited the IPMA-HR study in his presentation on talent management at the 2007 AHRMIO Annual Conference. He included a 2003 SHRM study that yielded similar outcomes and noted that a comparable private sector study conducted in the 1950s would have produced close to 100 percent positive responses from large U.S. corporations.
2. Johnson, G. L., & Brown, J. (2004). Workforce planning not a common practice, IPMA-HR study finds. Public Personnel Management, 33, 379-388.
3. The authors conducted follow-up phone calls with individuals who did not respond to the initial survey in January 1994.
4. Many authorities, including, notably, Henry Mintzberg, who has written extensively on the subject, caution about the danger of planning processes as agents of the status quo, not change.
5. The Conference Board, Inc. (2006). Strategic workforce planning: Forecasting human capital needs to execute business strategy (The Conference Board Research Working Group Report). New York: Conference Board.
6. See the 2002 McKinsey Quarterly report titled Risk & Resilience, which approaches planning from a process as opposed to outcomes direction.
7. Collins, J. (2001). Good to great: Why some companies make the leap ... and others don't. New York: HarperCollins.
8. Ibid.
9. AHRMIO Annual Conference. (2007). Conference summary.
10. Brush, M. C., & Ruse, D. H. (2005). Driving strategic success through human capital planning: How Corning links business and HR strategy to improve the value and impact of its HR function. Human Resources Planning, 28(1), 49-60.
11. Walker, J., & Merryman, J. (2005). Workforce architecture: Aligning talent with strategy through segmentation. West Vancouver, British Columbia: The Walker Group.
12. Capelli, P. (1999). The new deal at work: Managing the market-driven workforce. Boston: President and Fellows of Harvard College.
13. The employment lifecycle model was developed and first presented by the author at the 1994 IPMA-HR Symposium, Budapest. It remains a work in progress and continues to be refined conceptually and in terms of potential application.
14. Tichy, N. M., & Bennis, W. G. (2007). Making judgment calls. Harvard Business Review, 85(10), 94-102.
15. McKinsey & Company has long viewed its large alumni cohort as integral to its business development strategies. Alumni open doors, create business opportunities and help foster enduring client relationships.
16. Capelli, P., & Hamori, M. (2005). The new road to the top. Harvard Business Review, 83(1).
17. AARP. (2003, Sept.). Staying ahead of the curve 2003: The AARP Working in Retirement Study executive summary. Washington, DC: AARP
18. Block, P. (2002), Foreword. In T. Coens & M. Jenkins (Eds.), Abolishing performance appraisals: Why they backfire and what to do instead (pp. xiii-xv). San Francisco: Berrett-Koehler Publishers, Inc.
19. Kohn, A. (1999). Punished by rewards (2nd ed.). New York: Houghton Mifflin Company.
20. Lawler, E. E., III. (2003). Treat people right. San Francisco: Jossey-Bass